Systems Analysis And Design Fifth Edition by Alan Dennis
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Course
Information Technology
Institution
Information Technology
Embark on a comprehensive journey to become a skilled systems analyst with this foundational guide. This pragmatic book covers best practices in systems development, spanning 7 chapters that delve into:
- System analysis roles and required skills
- Development life cycles, including:
- Pla...
, PLANNING
Identify project.
Develop systems request.
Analyze technical feasibility.
Analyze economic feasibility.
Analyze organizational feasibility.
Perform project selection review.
Estimate project time.
Identify project tasks.
Create work breakdown structure.
Create PERT charts.
Create Gantt charts.
Manage scope.
Staff project.
Create project charter.
Set up CASE repository.
Develop standards.
Begin documentation.
Assess and manage risk.
T A S K C H E C K L I S T
▼
PLANNING ANALYSIS DESIGN
, CHAPTER 1
THE SYSTEMS ANALYST
AND INFORMATION
SYSTEMS DEVELOPMENT
T his chapter introduces the role of the systems analyst in information systems devel-
opment projects. First, the fundamental four-stage systems development life cycle
(planning, analysis, design, and implementation) is established as the basic framework for
the IS development process. Next, ways in which organizations identify and initiate poten-
tial projects are discussed. The first steps in the process are to identify a project that will
deliver value to the business and to create a system request that provides the basic infor-
mation about the proposed system. Next, the analysts perform a feasibility analysis to
determine the technical, economic, and organizational feasibility of the system.
OBJECTIVES
■ Explain the role played in information systems development by the systems
analyst.
■ Describe the fundamental systems development life cycle and its four phases.
■ Explain how organizations identify IS development projects.
■ Explain the importance of linking the information system to business needs.
■ Be able to create a system request.
■ Describe technical, economic, and organizational feasibility assessment.
■ Be able to perform a feasibility analysis.
CHAPTER OUTLINE
Introduction Feasibility Analysis
The Systems Analyst Technical Feasibility
Systems Analyst Skills Economic Feasibility
Systems Analyst Roles Organizational Feasibility
The Systems Development Life Cycle Applying the Concepts at Tune Source
Planning Appendix 1A—Detailed Economic
Analysis Feasibility Analysis for Tune Source
Design
Implementation
Project Identification and Initiation
System Request
Applying the Concepts at Tune Source
I M P L E M E N TAT I O N
, 6 Chapter 1 The Systems Analyst and Information Systems Development
INTRODUCTION
The systems development life cycle (SDLC) is the process of determining how an
information system (IS) can support business needs, designing the system, building
it, and delivering it to users. If you have taken a programming class or have pro-
grammed on your own, this probably sounds pretty simple. In the real world, how-
ever, it is not so easy.
In 2010, an estimated $2.4 trillion was spent by organizations and govern-
ments on IT hardware, software, and services worldwide. This spending level was
projected to increase by 3.5% in 2011.1 Unfortunately, a study conducted in 2008
found success is “improbable” in 68% of technology projects.2 Many of the systems
that aren’t totally abandoned are delivered to the users significantly late, cost far
more than expected, and have fewer features than originally planned.
A 2009 study attempting to quantify the costs of this failure rate estimated a toll
on the global economy of $6.2 trillion.3 While this specific outcome has been ques-
tioned by some, the point remains that the cost of IT project failures is staggering both
in terms of the proportion of projects that fail and the costs of those failures.4
Today, both businesses and governments experience embarrassing and costly
errors in their information systems. Here is a sample of just a few notable software
glitches that occurred in 2010:
■ A software error resulted in Toys R Us double billing some shoppers for pur-
chases made on Black Friday.
■ Verizon Wireless had to refund $50 million to customers due to billing system
errors.
■ Chase banking customers were unable to access their online banking accounts
for over 24 hours due to a computer glitch.
■ McAfee’s anti-virus software product caused its users’ computers to lock up.
McAfee offered affected customers a free 2-year subscription and reimbursement
for costs incurred to repair the machines.
■ A U.S. Navy drone (unmanned aerial vehicle) reportedly flew into restricted air
space near Washington D.C. when operators lost control for about 20 minutes
due to a software issue.5
Although we would like to promote this book as a “silver bullet” that will
keep you from experiencing failed IS projects, we must admit that such a silver
bullet guaranteeing IS development success does not exist.6 Instead, this book will
content; accessed February, 2011.
6 The idea of using the silver bullet metaphor was first described in a paper by Frederick Brooks. See Frederick
P. Brooks, Jr., “No Silver Bullet—Essence and Accident in Software Engineering,” Information Processing
1986, the Proceedings of the IFIP Tenth World Computing Conference, H.-J. Kugler (ed.), 1986: 1069–76.
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